Dynamic Alliance Capability As a Business Innovation Enabler Towards Sustained Economic Development: an Empirical Study of Organizational Practices
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Thu Duong, b112784 Dynamic Alliance Capability As A Business Innovation Enabler Towards Sustained Economic Development: An Empirical Study Of Organizational Practices School of Management Master’s Thesis in Strategic Business Development VAASA 2020 1 CONTENTS LIST OF FIGURES 3 ABSTRACT 4 1. INTRODUCTION 5 1.1. Background 5 1.2. Research Gap 7 1.3. Research Question 12 1.4. Thesis Structure 14 2. LITERATURE REVIEW 16 2.1. Business Model Innovation as an Instrument for Sustained Economic Development 16 2.1.1. Review of Sustainable Growth and Sustained Economic Development in existing Literature 16 2.1.2. Sustained Economic Development as a prioritized Interest 19 2.2. The Need for Innovation in Business Model Design to assist Sustained Economic Development 21 2.2.1. The Correlation between Innovations and Sustained Economic Development 21 2.2.2. Business Model Innovation in existing Literature 23 2.2.3. Business Model Innovation in Start-up Companies 26 2.2.4. Business Model Canvas as a Framework to explore Business Model Innovation 28 2.3. Dynamic Capabilities for Business Model Innovation towards Sustained Economic Development 30 2.3.1. Sensing Capabilities 34 2.3.2. Seizing Capabilities 36 2.3.3. Reconfiguring Capabilities 37 2.4. Strategic Alliances and Dynamic Alliance Capability as an Enabler of Business Model Innovation 38 2.4.1. The Role of Strategic Alliances in Business Model Innovation 38 2.4.2. Dynamic Alliance Capability and underlying Practices 40 2.5. Summary 45 3. METHODOLGY 50 3.1. Research Strategy and Method 50 3.2. Case selection 51 3.3. Data Collection 53 3.4. Data Analysis 56 3.5. Validity and Reliability 57 2 4. FINDINGS 60 4.1. Sustained Economic Development in the XLE Group 60 4.2. Business Model Innovation in the XLE Group 65 4.3. Microfoundations in Dynamic Alliance Capability in the XLE Group 74 4.3.1. Alliance Sensing Capability 74 4.3.2. Alliance Seizing Capability 77 4.3.3. Alliance Reconfiguring Capability 82 4.4. Discussion 85 5. CONCLUSION 96 5.1. Theoretical Implications 98 5.2. Managerial Implications 101 5.3. Limitations 103 5.4. Suggestions for Future Research 104 REFERENCES 105 APPENDICES 118 3.5.1. Appendix 1. INTERVIEW QUESTIONNAIRE 118 3.5.2. Appendix 2. INTERVIEW GUIDELINE 120 3 LIST OF FIGURES Figure 1. Three Key Streams and the Research Gap 12 Figure 2. The Business Model Canvas (Osterwalder & Pigneur 2010) 30 Figure 3. Sustained Economic Development, Business Model Innovation and Dynamic Alliance Capability research framework 49 Figure 4. Example of Data Analysis Structure 57 Figure 5. Sustained Economic Development in the XLE Group 64 Figure 6. Business Model Innovation in the XLE Group 70 Figure 7. Business Model Innovation in the XLE Group (cont.) 71 Figure 8. Alliance Sensing Capability and Underlying Practices 76 Figure 9. Alliance Seizing Capability and Underlying Practices 80 Figure 10. Alliance Reconfiguring Capability and Underlying Practices 84 Figure 11. Model of Dynamic Alliance Capability with underlying Practices as an Enabler of Business Model Innovation to achieve Sustained Economic Development Goals 95 Table 1. Selected Definitions of Sustainable Growth, Sustainable Development and Economic Sustainability 18 Table 2. Selected Definitions of Business Model Innovation 25 Table 3. Teece’s (2007) Model of Dynamic Capabilities Disaggregation and Parallel Categories in Existing Literature (Source: Jantunen et al. 2012) 33 Table 4. Dynamic Alliance Capability composed of Sensing, Seizing and Reconfiguring Capabilities (Source: adapt from Teece 2009) 45 Table 5. List of Interviews 55 Table 6. Data Analysis Stages 57 Table 7. Assessment Criteria and Reassuring Actions Taken 59 Table 8. Summary of Empirical Findings 87 4 UNIVERSITY OF VAASA Faculty of business studies Author: Thu Duong Topic of Thesis: Underlying practices of alliance capability as an enabler for business model innovation towards sustained economic development Name of supervisor: Rodrigo Rabetino Sabugo Degree: Master of Science in Economics and Business Administration Department: School of Management Major Subject: Strategic Business Management Year of Entering the University: 2018 Year of Completing the Master’s Thesis: 2020 Pages: 120 ABSTRACT Nowadays, increasing competition and rapidly changing market conditions are constantly affecting firms’ ability to sustain their businesses, and transforming to a more sustainable economic system is in extreme need. Although researchers have recognized the importance that firms need to become more sustainable, little attention is paid to the economic aspect. Meanwhile, despite a large number of start-up companies fail to survive, the extant literature mostly focuses on the corporate perspective or macro-economic level. To address challenges regarding sustained economic development, business model innovation appears to be superior to other types of innovation. Also, recognition has been given to paramount benefits that strategic alliances could deliver to a firm’s capabilities; however, much less effort is made to examine alliance capability under the dynamic capability approach as an enabler of business model innovation towards sustained economic development. This research responds to the call of having more studies on business model innovation towards sustained economic development from a dynamic capabilities approach in the context of start-up companies. It aims to shed light on the organizational practices and routines that contribute to the development of the dynamic alliance capability, and its relevance to the company’s effort in innovating the business model design to achieve sustained economic development goals. By disaggregating practices and routines that underpin this higher-order capability, the study offers an in-depth understanding of how the capability is practically built and exploited in start-up companies. KEYWORDS: economic sustainability, sustained economic development, business model innovation, alliance capability, microfoundations, organizational practices 5 1. INTRODUCTION 1.1. Background Nowadays, increasing competition and rapidly changing market conditions are constantly affecting firms’ ability to sustain their businesses. As firms have to achieve their long-term profit requirements while confronting expectations from diverse stakeholders, transforming to a more sustainable economic system is in extreme need. This has led to the growing attention to the sustainable development topic in research and practices. White (2009) suggested that sustainable development is a requirement rather than an option for long-term growth, in which economic concerns with the need for profit maximization appear to be of highest importance due to its being the prime objective of a business (Jensen & Meckling 1976). In this sense, to gain longer-term competitive advantages and accomplish the objective of long-term growth, it is compulsory for organizations to consider strategic choices that enable success in sustained economic development. In this regard, innovation is argued by many scholars to be an effective instrument for firms to alleviate existing issues and enhance firms’ performance (e.g. Eccles & Serafeim 2013; Aguilar-Fernández & Otegi-Olaso 2018). However, it is asserted that not all types of innovation might meet firms’ expectations and goals due to the growing increment of technological advances (Geissdoerfer, Vladimirova & Evans 2018). Business model innovation is seen as superior to product or process innovation because of its ability to deliver higher returns (Chesbrough, 2007; Lindgardt, Reeves, Stalk & Deimler. 2009, Massa & Tucci 2013) with other additional benefits. In order to generate such innovation, dynamic capabilities approach can be employed to examine innovation management (Mousavi, Bossink & van Vliet 2018 cited Amui et al. 2017; Darmani et al. 2017; Hofmann et al., 2012; Iles and Martin, 2013) as it allows firms to anticipate and adapt to new complexities and achieve “evolutionary fitness” (Teece 2007). Because dynamic capabilities help firms to 6 successfully sustain competitiveness, and effectively adapt to changes in the business environment (Helfat, Finkelstein, Mitchell, Peteraf, Singh, Teece & Winter 2007, Teece 2007), effectively developing essential dynamic capabilities that strengthen core competencies, firms can strategically transition toward a business model design that encompasses their goals of becoming economically sustainable. Meanwhile, the globalization age has generated more complexities and uncertainties in the business environment. Firms have to go beyond existing frameworks (Grogaard 2012) and coordinate with various supply chain participants to make it agile, responsive and coordinative at the same time. Moreover, innovation, especially business model innovation, is a process of creating knowledge (Nonanka 1994) which is often hindered by firms’ limitation of resources to thoroughly develop their knowledge internally (Noseleit & de Faria 2013). With strategic alliances being an effective conduit for knowledge creation, firms can achieve the key inputs for their successful business model innovation from knowledge coming from alliance partners (Khamseh, Jolly & Morel 2017 cited Conner & Prahalad 1996; Teece 1986). Strategic alliances enable firms to search for and capture new ideas from external sources, which potentially leads to business performance improvement (Chesbrough 2003). Under the strategic alliance coordination, partner companies voluntarily share resources and work together to achieve mutual